1. Overview of City Wide Core Service on Assets/Facilities
7/6/2018
Overview of City Wide Core Service on Assets/Facilities
October 25, 2016 Update

2. 7/6/2018
July 12, 2016
THAT the CAO provide a report by the end of October 2016 that outlines various options for rationalizing, consolidating and maintaining assets and facilities city-wide, considering decisions and recommendations made through the City's Core Service Review and identified asset and facility needs.

3. 7/6/2018
Sense of Urgency
Based upon deterioration of the existing building portfolio
The capital investment required to continue operating
The low utilization rates in some cases
Inefficient facilities not meeting customer needs

4. Key Objectives of Core Service Review
7/6/2018
Key Objectives of Core Service Review
Review WHAT services the City should deliver, define service levels
Right-size CKL budgets
Maximize resources to efficiently deliver – HOW services are to be delivered
Maintain an affordable, equitable and sustainable “City-wide” service delivery model
View long term growth (107,000 population by 2041) and budget pressures to execute and sustain service delivery excellence
Reduce the City’s net footprint
Determine equitable distribution of buildings to deliver services

5. Why was Core Service Review Necessary in City of Kawartha Lakes
7/6/2018
Why was Core Service Review Necessary in City of Kawartha Lakes
Since amalgamation, the City has continued to own and maintain the inherited assets
Quite simply the current model of investing in this multitude of aged infrastructure is not sustainable and some buildings are severely underutilized
City defined service levels and standards, asset lifecycle and utilization, will guide the City’s spatial requirements
Need to “modernize” the current portfolio of assets and enhance the customer service experience involved in the various program areas

6. Current State – City owned properties
7/6/2018
Current State – City owned properties

7. What does Growth into Future Look Like?
7/6/2018
What does Growth into Future Look Like?
107,000 to 2041
Growth will predominantly occur in Lindsay (approx 20,000)
Minor growth to be experienced in Bobcaygeon, Fenelon and Omemee
Rural areas will experience growth at a modest rate

8. Service Areas by Geography – Community Services
7/6/2018
Service Areas by Geography – Community Services

9. Summary of Service Area 1 – North Area
7/6/2018
Summary of Service Area 1 – North Area

10. Summary of Service Area 2 – Central East
7/6/2018
Summary of Service Area 2 – Central East

11. Summary of Service Area 3 – Southwest
7/6/2018
Summary of Service Area 3 – Southwest

12. Summary of Service Area 4 – Lindsay
7/6/2018
Summary of Service Area 4 – Lindsay

13. Service Areas by Geography – Fire and Paramedic Services
7/6/2018
Service Areas by Geography – Fire and Paramedic Services

14. Opportunities for Asset Planning
7/6/2018
Opportunities for Asset Planning
Community Hub designs
Reduced city-wide footprint
Allows for shared technology and service delivery, consolidated staffing and contract supports, newer and modern amenities, and building design flexibility and accessibility

15. A Case Study – CKL Arenas
7/6/2018
A Case Study – CKL Arenas
Costs in Option 2 at this point may be conservative as they do not include ancillary expenses ie parking/lighting over the 40 year lifecycle - it is anticipated this option will increase
Option 2 does not consider options for consolidated facilities (library, new community hall)

16. A Case Study – Little Britain and Oakwood Fire Stations
7/6/2018
A Case Study – Little Britain and Oakwood Fire Stations

17. Commitment to the Future
7/6/2018
Commitment to the Future

18. Commitment to the Future (con’t)
7/6/2018
Commitment to the Future (con’t)
Building and Property - Preventative maintenance programs and early identification of capital upgrades will protect our building infrastructure before a critical emergency upgrade is required.
Department Needs - In 2017 and 2018, work plans will include updating City Master Plans, where required, to inform our service level needs, spatial requirements and long-term budget plans.
Asset Management - In 2017 staff will continue to complete condition ratings and determine lifecycle costs for the City’s asset management plans. The report on the Asset Management Plan will be forthcoming early in 2017, and this will allow the City to continue refining long term financial planning.
Land Management – The City is continuing to centralize support processes and systems to dispose of surplus land and facilities. As well, the City is reviewing and formalizing leasing and licensing of City assets (and the third party space arrangements) in 2017.

19. Commitment to the Future (continued)
7/6/2018
Commitment to the Future (continued)
A five year strategy and workplan is currently being developed, to dispose of assets no longer required for the delivery of City services. A more expedient process for disposition of assets no longer in service aids in reducing unnecessary operating budget costs, reduces the need of capital investment to avoid risk and allows financial and physical resources to be better allocated to maintaining and improving assets that are critical to the delivery of services, or to invest in future improved facilities.
When considering surplus lands and facilities, we must:
Consider repurposing lands and facilities only for defined core services, and subject to the financial analysis to maximize investment.
Sell at Fair Market Value and maximize the return to the taxpayer by investing back into the future capital program.
Transfer ownership to a third party non-profit group/management board. This option should only be considered if the facility and/or land is needed to maintain third-party operated core services of the community and City. Impact of this alternative is that there are substantially reduced or no net sale proceeds (or reduced rent) to fund capital investments in that same service area.

20. 7/6/2018
Conclusion
We need to complete service level decisions to inform long-term financial plans and locational decisions.
We need to right-size the portfolio based on forecasted utilization and service levels, and initiate facility consolidations. This action will avoid unnecessary carrying costs and emergency expenditures, to better invest in enhanced facilities.
We need to complete the City’s updated Asset Management Plan to better inform future needs and financial strategies.
We need to invest grants, maximize fees and charges, and other revenues, to strategically invest back in future improved capital assets.